12.15.08
Posted in Leadership at 5:53 pm by Administrator
I have a gnawing sense that the economy has people running scared. Leaders, you cannot afford to run for the hills. Despite the circumstances surrounding them, strong leaders are resolved and believe in their strategy and people. On the other hand, timid leaders tend to make decisions based on “what if” thinking rather than “can do” thinking. In these uncertain times, how will you be leading?
In the next two to three quarters, leaders need to draw on the efforts of their teams. Organizations do not need heroes; rather, they need the wisdom of the collective we. TMG consultants suggest that leaders lead their team to solve problems together, communicate proactively, and share their concerns openly and constructively.
As we usher in 2009, let’s all work collaboratively for the health of the U.S. economy. My hope is that we can all look back on this difficult period of time and realize that the turning point was due to organizations working together, teams unifying, and leaders catalyzing their people.
Doug McKinley, Psy.D
TMG President and CEO
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12.01.08
Posted in Leadership at 9:44 pm by Administrator
Many of us have attended a seminar or group workshop that was designed to make us better leaders. Frequently, those experiences are remembered fondly because they were a welcome break from the grind of daily work. They were an opportunity to clear our heads and recharge our batteries.
There is nothing wrong with that, but did the event really produce permanent changes that improved your leadership skills? Most of the time, the answer is NO.
So what’s missing? Why didn’t you become a better leader in a sustainable way? Well, I think you will agree that in the end, the fault lies mostly with you.
The reason becomes obvious when we use sports as an analogy. Pick any accomplished sport figure: Tiger Woods, Michael Phelps, Serena Williams, whomever. Then think about how they go about improving their skills. Honing their skills is done over time. It’s accomplished through a continuing commitment. It is the result of sustained effort.
They’re concentrating on physical skills, but your leadership skill development is no different. In the leadership arena, those of us who consistently work on improving our skills get better and better. Those of us that rely on a quick “shot in the arm” fix don’t realize sustainable benefits.
So developing yourself as a leader is not like going to the carwash, where one single trip through the suds produces a shiny clean vehicle. No, it comes from the same kind of sustained commitment that all great athletes exhibit. If you aspire to great leadership, there is no other way.
Richard Denning
TMG Senior Consultant
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11.26.08
Posted in Leadership at 5:09 pm by Administrator
In my previous post, we discussed the role that beliefs play in our behaviors as leaders. We all go through life modulating our actions based upon what we believe about ourselves and others. How often, though, do we really examine our beliefs and ferret out those that are counterproductive, opening ourselves to the many opportunities that can flow from a “clean slate”?
For example, do you harbor misconceptions about your boss? Do you cling to outmoded beliefs about the culture in your organization? Do you hold back because you “believe” you are not empowered to make a change? Do you sell yourself short, failing to recognize the reserves of energy, intelligence and interpersonal skills you actually have?
Of course, these are examples of negative thinking, but it is equally important to avoid exaggerated beliefs about your capabilities. Do you think more highly of yourself than is warranted, perhaps? Or maybe you are blind to the very realistic obstacles you face as you tackle a tough problem.
The bottom line is this: Our leadership skills and abilities are a reflection of our beliefs about ourselves and others. The leader that is realistically self-aware and is able to modulate their actions and behaviors to match the unique set of circumstances facing them at each moment of the day has a huge advantage over those of us still struggling to eliminate the false beliefs, positive or negative, that are holding us back.
I urge you to set aside a few minutes today for self reflection on your various beliefs. I’m confident the return on this time investment will exceed your expectations.
Richard Denning
TMG Senior Consultant
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11.17.08
Posted in Leadership at 5:47 pm by Administrator
It is sometimes very difficult to engage people in a discussion about their beliefs. I mean, how often have you been told to avoid the topic of religion in conversations with employees? That’s generally good advice, but I’m not necessarily referring to religious beliefs. I’m referring instead, to the foundational beliefs that form the basis of our interactions and behaviors.
For example, I was talking recently with a leader who described an exchange with one of her direct reports. She had arranged a meeting for the express purpose of setting expectations with an employee that wasn’t meeting their objectives. She dreaded the conversation because she just “knew” it was going to be unpleasant. She just “knew” that her comments would not be well received. She just “knew” that it would end with complete misunderstanding.
In fact, the conversation went surprisingly well and the under-performing employee was open and receptive to the leader’s comments. Later, while reflecting on this outcome, the leader admitted that her beliefs about the employee had been wrong. The beliefs were not only incorrect, but they had almost derailed what turned out to be a positive interaction.
This is not just an isolated example. A thorough examination of our own beliefs will reveal assumptions that cannot be substantiated by the facts. Realistically reviewing our beliefs is not easy. They are often hidden deep beneath a layer of experiences that our mind incorrectly translates into “facts”. Searching out and eradicating false beliefs, however, is an investment that will open untold opportunities for improvements in our daily interactions and our behaviors as leaders.
Richard Denning
Senior Consultant
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11.03.08
Posted in Leadership at 8:36 pm by Administrator
Do you have “It”
Last week I read a book on the discovery of “it” in organizations. I have been very focused on these questions: What is “it?” Do I have “it?” Do my clients have “it?”
Leadership is all about “it”. After reading this book, I challenged myself to be a person who gets it, believes it, and does it. I challenge anyone reading this week’s blog to ask yourself the question: Do I have it?
I would love to hear from readers what they think it is and how they got it.
“The first responsibility of a leader is to define reality.” Max DePree
Doug McKinley
Psy.D
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10.20.08
Posted in Leadership at 3:42 pm by Administrator
I had the privilege of being exposed to the raw ingredients of leadership. I was honored to serve on a team of 14 people who were sent to Nicaragua for a short term mission trip. I witnessed a leader in action that did not have a coach, a car, or even a job. Ten years ago this single mother was led to help starving children in the worst living conditions in her country, if not the world. I was obviously intrigued with her as a leader, so I watched her carefully.
Key behaviors I noticed over a four day period:
She is bold and confident.
She hears criticisms as golden nuggets to learn from.
She looks people in the eye with a deep sense of caring.
She celebrates every positive movement toward her goal.
She communicates with vigor and clarity.
She has vision and shares that vision freely with anyone who will listen.
She realizes success is in the mission, not in her own efforts.
I was mesmerized by her leadership skills.
Oh by the way, did I mention she spoke no English?
How are you doing as a leader today?
Are you crystal clear about what your role entails and how to live it out?
The first rule of leadership is: “If you don’t believe in the messenger, you won’t believe the message.”
Doug McKinley
Psy. D.
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10.06.08
Posted in Leadership at 5:05 pm by Administrator
Who is going with us?
“No man is an island…separate unto himself,” quoted English writer, John Donne. How many have heard that quote or something like it before? I would venture to guess that while many understand that phrase, few really believe it.
Leadership is often very lonely. We work with leaders who describe their leadership journey as becoming islands unto themselves. One client found himself leading a highly successful organization by most standards, yet his wife and children stopped talking intimately with him during the years he “traveled for work.” This leader inadvertently showed his love for work to be greater than his love for relationships. When he sought out our services, he came with “stacks of gold,” but no one to share them with. He had no one to raise a toast and say “well done.”
Leaders are some of the loneliest people I know. Until they acknowledge their need for community, leaders may default to self pity and confusion. Leadership is not about pushing away from people but rather pulling together so we can do amazing things in each other’s company.
What is it like to hit a “hole in one” without anyone watching?
Doug McKinley, Psy.D
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09.08.08
Posted in Leadership at 2:54 pm by Administrator
When are you going to take that risk? Confront your fear? How long will it take to become who you think you can become? Now in my mid forties, it is evident that the dream I have is not going to fall in my lap.
Leaders take note, someday will not happen if you don’t risk reaching out to get it. TMG coaches work with both leaders who blast past this syndrome and others who are crippled by it. What separates these two extremes is a sense of urgency. Do you have a daily sense of urgency? It is evident in leaders who know that someday is right now.
My recommendation to all leaders is that we live each day as if it were our last. Don’t hold back. Your life is but a dash between your birth date and death date. What is your leadership legacy going to be? I encourage all leaders to live bold, lead strong, and keep it light.
It is surprising what a man can do when he has to, and how little most men will do when they don’t have to. ~Walter Lin
Doug McKinley
Psy.D.
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08.25.08
Posted in Leadership at 6:47 pm by Administrator
In 2004 the Chicago White Sox had a very disappointing year. They had what sports experts called bad chemistry. During the off season there was a lot of talk about what to do with the roster to build better chemistry. They ended up making a slight change to the starting lineup. In 2005 the Chicago White Sox played with a winning mentality and eventually won the World Series for the first time in nearly 80 years.
What I found humorous was the post championship discussion about how good their “chemistry” was. Sure they had good chemistry; they were winners. They had the same players, with a few exceptions, and suddenly they all got along. That made no sense to me.
It made me think of the leadership teams I work with. I notice that when teams are producing and the organization is excelling people enjoy working together. It is when things are not going well that people tend to fight against each other.
The truth about positive business culture and/or chemistry is that it comes after success. I have found that leaders who develop a high performing culture with clear expectations, goals, and measurements generally have teams that work well together. Get your teams performing at a high level and you will find great chemistry.
Building culture on your leadership team is a must, but the culture needs to be attached to how the team performs, not how they get along. Getting along will come from disciplined execution of healthy business principles.
“It’s the intangibles that are the hardest things for a competitor to imitate. You can get an airplane. You can get ticket-counter space; you can get baggage conveyors. But it is our esprit de corps - the culture - the spirit - that is truly our most valuable competitive asset.”
Herb Kelleher, Founder of South West Airlines
Doug McKinley, Psy.D.
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08.12.08
Posted in Leadership at 1:05 pm by Administrator
It was one of those embarrassing moments. I filled up a large glass with Diet Coke, my favorite beverage, and then proceeded to spill it all over myself. After cleaning up a bit, I poured another glass, only to get the same result! I didn’t realize that the glass had a leak in it until one of my colleagues pointed it out shortly thereafter.
This mishap reminds me of one of the most important qualities of a great leader: vision.
The irony of vision is that when you share it, most likely it will be forgotten, misunderstood, or misused. Sage leaders tell us that vision leaks. The average adult’s attention span is twenty minutes. If a leader wants his vision to hold, he needs to refill his team with the vision message often. Like my leaky glass, your vision will leak without consistent attention being paid to it.
Vision is powerful, yet requires unlimited refills to keep it current. Make sure your vision is being understood in the manner you intended.
“A leader has the vision and conviction that a dream can be achieved. He inspires the power and energy to get it done.” Ralph Lauren
Doug McKinley, Psy.D
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